Unfolding the effects of hybrid work and organizational support on managers’ wellbeing: An exploratory study

Hybrid work has become a key trend. While much research has focused on employee wellbeing, less attention has been given to how front-line and middle-managers experience hybrid work. Recent studies show that these managers face increased workloads and a decline in task quality. Hybrid work offers employees flexibility but extends managers' hours and responsibilities, leading to higher stress and anxiety levels. This study explores the daily experiences of managers in hybrid work, focusing on organizational factors and their impact on the managers’ wellbeing. Preliminary findings indicate that managers value some benefits of hybrid work but face significant challenges, including a lack of clear leadership direction and the need to sustain relationships at work. Sources of strain uncover additional job demands for hybrid line managers that are not counterbalanced by new job resources provided by organizations and HR departments to support their roles and enhance their professional growth and development.